Career Development accounts for 21% of all reasons employees left their jobs in 2017, marking the eighth-consecutive year this category has led reasons for turnover, according to the 2018 Retention Report: Truth & Trends in Turnover. As the economy expanded, employees’ fears of layoffs gave way to the desire to grow and advance one’s career in an attractive job and a more preferred workplace.

Whether you need workers to run a cash register, a construction site or a hospital unit, your job as an HR leader will be increasingly difficult based upon the jobs report and seasonal turnover trends. Competition to fill jobs continues to heat up as the demand for workers continues to outpace the supply of workers, and the heat will rise as turnover traditionally increases in the summer months.

A Strong Economy Fuels Job Growth, Consumer Confidence & Turnover
Headlines of employee layoffs, corporate downsizing and long unemployment lines are distant memories for most American workers, as doubt and uncertainty have been replaced with optimism and confidence in the job market.

In the wake of consistent economic growth, employees have seized available opportunities resulting in a surge of voluntary turnover that’s challenging employers – and it is here to stay for the foreseeable future.

It’s true, you don’t get a second chance to make a first impression. Yet, many organizations don’t put their best foot forward when onboarding new employees. Moreover, many organizations are in the dark and don’t understand how they can better influence new employees in way that encourages them to stay longer.

It’s a fact, to learn the real reasons employees leave, and make decisions on the truth as employees perceive it, organizations must ask employees why they left in a way that brings out the truth. When used effectively, exit interviews do reveal the true causes of employee turnover and inform targeted strategies to improve employee retention.

The December jobs report showed that the economy entered the year with positive momentum for continued growth and that employers entered the year with mounting challenges to fill jobs. The unemployment rate remained at 4.1%, the labor force participation rate was stagnant at 62.7% and the job openings rate held at 3.9%, which signal that the number of workers is stagnant while the number of jobs grow. With this, workers know that they have options, as the quit rate remained close to a record-hig...

As we ring in a new year, many of us will reflect on the year that passed and take stock of our lives. A new year marks a new start, and with it often spurs resolutions to improve ourselves. Whether it’s to lose weight, eat healthier, make better financial decisions or give up bad habits, the majority of us aim to better our lives.1 Most New Year's resolutions involve goals to improve our health or happiness, and one of the most popular resolutions is to find a better job.

It’s often introduced with a lot of hype and is frequently met with some employee cynicism. It’s the annual employee survey. With good intentions, it’s common practice for organizations to ask employees for feedback one time per year. And it’s this – this once a year employee survey – that is a problem and can create employee uncertainty.

The recruitment and selection process is important because it determines the quality of talent within the organization and creates the first impression for new employees. Furthermore, in an employee-in-control marketplace, attracting quality talent is increasingly difficult.